in a professional Organisation II. Change Management.

in a professional Organisationin a professional Organisation

II. Change Management

1.Vision

To achieve successful change you need a strong mental image of the result

It’s a guiding philosophy that grabs people’s attention and excites them

1. Vision

It is a license to dare, to be better despite inertia and blockages of bureaucracy

It aims to capture our imagination and “turn us on”

1. Vision

Vision affects change when the values, which it represents, start permeating

people’s daily behaviour

1. Vision

The successful management of change demands that university leaders make

others aware of the vision of the future and keep them focused on it

2. Commitment

Commitment means giving all of ourselves while at work

2. Commitment

SENSE OF BELONGING TO

THE ORGANISATION

SENSE OF EXCITEMENT IN

THE JOB

CONFIDENCE IN MANAGEMENT LEADERSHIP

COMMITED

WORKFORCE

2. Commitment

A commitment to change is not merely saying you are in favour of altering the status quo, it is

TO BE WILLING TO PUT YOURSELF OUT TO ACHIEVE IT

2. Commitment

A committed manager, armed with clear arguments and mobilised support, can be unstoppable

2. Commitment

Persistence underpins commitment

Commitment to change is a lever which turns on the fulcrum of persistence

2. Commitment

Refusing to retreat in the face of organisational inertia or opposition, or going for the quick fix, is crucial to leading change

INFORMED INVOLVED

SHARING IN SUCCESS

PRIDE TRUST

ACCOUNTABILITY FOR RESULTS

AUTHORITY DEDICATION

COMPETENCE

BELONGING EXCITEMENT

CONFIDENCE

3. Power and influence

Power is a measure of your potential to:

Get others to do what you want them to do or

Avoid being forced by others to do what you don’t want to do

3. Power and influence

The most effective managers are the ones who :

have a high need for power are highly self controlled channel their power into socially desirable

directions

3. Power and influence

review who seems to make things happen

recognise that all your actions can affect your power

Check out your own power :

3. Power and influence

The more power you acquire, the more likely you will become dependent on

other people

3. Power and influence

• The first basic lesson:Identify those whom you are most dependent on

• The second lesson:Broaden your support so that when you need help it can be obtained from multiple sources

3. Power and influence

The law of reciprocity :

The universal belief that people have to be paid for what they do, that a good or a bad action deserves a good or a bad action in return

3. Power and influence

Reciprocity is the basic principle behind all organisational transactions

3. Power and influence

The theory of alliances

Synergy

Antagonism

3. Power and influence

Synergy

Antagonism

3. Power and influence

+

_

Antagonism

Synergy

The Old Chap syndrome

4. Resistance to change

The only person who is in favour of change is a baby with a wet diaper

4. Resistance to change

Resistance is:

Any conduct that tries to maintain the status quo in the face of pressure to change it

4. Resistance to change

The university is a layered organisation which means that :

Irrational forces influence the decision making in the change process

4. Resistance to change

Upper structure: a surface layer

Sub structure: a deeper layer

5. Force Field Analysis

At any given moment, any situation in an organisation is in a state of equilibrium

5. Force Field Analysis

Change is only possible when one or both of the following occur :

Restraining forces weaken

Driving forces strengthen

5. Force Field Analysis

Equilibrium

Restrainingforces

Driving(changing)

forces

Desirednew status quo

5. Force Field Analysis

DrivingForces

Strong Weak

RestrainingForces

A B

C D

FORCE FIELD ANALYSIS IN ACTION

Restraining forcesAim: Raise output of administrative staff

Unionattitude

Life long employment Lack of

assertivenessof line

management

No rewardsystems

Lack of personnel evaluation systems

Current State: low outputof part of administrative staff

Demand from academic staff for better services

Group pressureof peers

Externaldemands

Driving Forces

III. Improving your Relations and Influence

by applying the Social Style theory

Three fundamental truths about people:

Each human being• resembles all other human beings in certain

aspects• differs from all other human beings• resembles some people more than others

Introductory concepts

Signal Sensitivity

Verbal and non-verbal signals

Comfort zone

Rapport

Social style

A pattern of observable behaviour

that we can use to understand and predict someone ’s actions

AssertivenessThe extent to which a person is powerful or

directive towards others

Receptive Assertive

ControlThe extent to which a person expresses his/her

feelings in contacts with other persons

Controlling one ’s emotions

Reacting Emotionally

Social styles C

A

Social styles

C

A

Analytical type

Social styles

C

A

Analytical type Driver type

Social Styles

C

A

Analytical type Driver type

Expressive type

Social Styles

C

A

Analytical type Driver type

Expressive type Amiable type

Strengths and Weaknesses of each Style

Typically, people will lack the strengths of the style

diagonal to their own style

Styles under stress

Autocracy

AttackAcceptance

Avoidance

A D

EG

Styleflex

Leaving temporarily your comfort zone into the direction of the comfort zone of the other person

Flexibility Pyramid

Flexibility Pyramid

Everybody

Flexibility Pyramid

This Basic Style

Everybody

Flexibility Pyramid

Everybody

This basic Style

This Person

Flexibility Pyramid

Everybody

This Basic Style

This person

Person

in this

situation

Golden Rule:

Treat the others the way you want to be treated

Platinum rule:

Treat the others the way they want to be treated